This course prepares students to help organizations thrive and compete in complex business environments by integrating dynamic planning and talent management strategies into organizational goals. Students utilize information available within and outside the organization that affect individual and organizational decision-making, in particular those that have a direct impact throughout the process of planning through retention.
1. Workforce analysis and organizational structure
2. Job analysis
3. Job design
4. Human resource planning and process
5. Improving job design and HR planning using HRM information systems
6. Social responsibility and legal issues in workforce planning
1. The nature of staffing
a. Staffing models and strategy
b. Staffing management system
2. Support activities
a. Legal compliance
b. Use of measures
3. Staffing activities
a. Internal recruitment
b. External recruitment
c. Selection screening
d. Selection testing
e. Internal selection
4. Orientation practices and on-boarding programs
5. Retention management
6. Social responsibility and legal issues in managing talent
Methods of Instruction
Lectures, discussions, small-group discussions and exercises, case studies, videos, role plays, guest speakers, simulations and/or project(s).
Means of Assessment
||15% - 25%
|Term Tests and/or Quizzes
||20% - 25%
||20% - 25%
|Cases, Assignments and/or Presentations
||20% - 25%
||0% - 10%
1. At least 50% of the total coursework must be individual work.
2. To pass the course, students must achieve a cumulative grade of 50% in all non-group assessments as well as 50% overall in the course. In other words, students must have achieved at least 50% on their cumulative individual assessments in order to be eligible to earn marks from group work.
At the end of this course, a successful student should be able to:
1. analyze staffing needs and gaps by developing models, methods and plans consistent with organizational design, goals and requirements;
2. design workforce planning and talent management strategies supporting organizational goals and increasing an organization’s employee value proposition;
3. evaluate and create planning and talent management strategies to attract, develop and retain talent;
4. assess how workforce planning and talent management strategies relate to individual and organizational performance; and
5. recommend improvements to existing organizational workforce planning and talent management strategies.
Courses listed here must be completed prior to this course:
Courses listed here must be completed either prior to or simultaneously with this course:
Courses listed here are equivalent to this course and cannot be taken for further credit:
Course Guidelines for previous years are viewable by selecting the version desired. If you took this course and do not see a listing for the starting semester/year of the course, consider the previous version as the applicable version.
Below shows how this course and its credits transfer within the BC transfer system.
A course is considered university-transferable (UT) if it transfers to at least one of the five research universities in British Columbia: University of British Columbia; University of British Columbia-Okanagan; Simon Fraser University; University of Victoria; and the University of Northern British Columbia.
For more information on transfer visit the BC Transfer Guide and BCCAT websites.
If your course prerequisites indicate that you need an assessment, please see our Assessment page for more information.